6 - Mobilizing and Expanding the Lean Transformation

Abstract

Lean Mobilization and Lean Expansion move the Lean Maintenance transformation into the hands of the Maintenance Department (Phase 4) and the Maintenance Support Organizations (Phase 5). The training provided during the Lean Preparation and Lean Pilot Phases (2 and 3) has equipped everyone with adequate knowledge of the principles and application of Lean so that they can become self-directed teams. Following the Lean Pilot Events and the resultant training, the maintenance department and support operations should be formed into teams with the objective of implementing Lean practices and carrying out Kaizen Events within their areas of cognizance and responsibility. When the Primary and Follow-on Action Teams are formed for the pilot events, membership is predicated primarily on personal attributes such as knowledge and skill levels, leadership qualities, self-starting characteristics and enthusiasm for improvement. Team formation during the mobilization phase is based on work area, equipment responsibility, craft and departmental assignments. There are two areas influenced significantly by the Lean Maintenance Expansion (Phase 5) and several other areas experiencing a lesser impact, but all are important to successful implementation of Lean Maintenance. Because Phase 5 expansion doesn't directly involve or conflict with Lean Maintenance Pilot or Mobilization efforts, it does not need to wait for the completion of Phases 3 and 4 to begin performing Lean expansion activities. However, in order not to draw any attention away from the pilot Kaizen Events and the 5-S Campaign, expansion activity should be delayed until they are completed.